This document discusses the development of a code of ethics for CSOs in Cameroon to improve their credibility and effectiveness through self-regulation. A core team of 12 CSOs led the process, which included administering 500 questionnaires across 10 regions and presenting the results publicly. The finalized code of ethics, written in French and English, establishes principles for governance, integrity, management, finance, communication and conflicts of interest. However, getting widespread support from diverse CSOs in Cameroon and acquiring sufficient funds to disseminate and implement the code nationally pose challenges. Next steps include establishing an ethics committee and procedures for accreditation, complaints and revising the code.

1. Ensuring the Credibility andEnsuring the Credibility and
Effectiveness of CSO throughEffectiveness of CSO through
Self-regulationSelf-regulation
Eric NgangEric Ngang
Action Group on Governance and Environmental ManagementAction Group on Governance and Environmental Management
(AGGEM) Cameroon(AGGEM) Cameroon

2. What is and why a code of Ethics forWhat is and why a code of Ethics for
CSOs?CSOs?
• It is a document that defines a set of
norms, principles and values to
standardise the conduct, action and
behaviour.
• Many sectors (media, medical core etc)
have Codes of Conducts and operational
principles. Why not CSOs?

3. The Cameroon CSOs LandscapeThe Cameroon CSOs Landscape
• Over 55,000 CSOs in Cameroon at frontline of
development process (EU/PASOC 2009).
• They have influenced in no small measure, local
and national policy-formulation.
• Their watchdog status, CSOs have become key
players in the democracy movement, demanding
high standards of transparency and accountability
from government.

4. DriversDrivers
• Need to clear the house by defining
accepted and acceptable behaviour.
• Improve partnerships between public
sector, other CSOs and the Private Sector
including overseas development partners

5. • Increase concern about CSO
transparency, legitimacy, accountability
and general good management practices
• ‘NGI’ = Non Governmental Individuals
• ‘PNGO’ = Pocket Non Governmental Organisation
• ‘SCNGO’ = Suitcase Non Governmental Organisation
• ‘GONOGO’ = Government Non Governmental Organisations

6. What CSOs aim to achieve with aWhat CSOs aim to achieve with a
Code of Ethics?Code of Ethics?
• Improve their credibility and acceptability
vis-à-vis the government, the population,
financial and technical partners in and
out of the country.

7. Target groups and beneficiariesTarget groups and beneficiaries
Direct Beneficiaries
Not-for-profit, non-self-serving, non-
governmental, non-partisan and
independent organizations or
association that voluntarily adhere to
the code.

8. Indirect beneficiariesIndirect beneficiaries
• Beneficiaries of the work of CSOs that
voluntarily adhere to the code.
• Government that supports and regulates
the work of these organizations
• Overseas development partners that
provide them with various forms of
assistance.

9. The processThe process
Shortlisted Core working team of 12
organisations
Lead: NWADO and Club Media Ouest
NOWECA, SIRDEP, RIDEV, FONDATION
FIDEPE/OIASC, COMINSUD,, GEED
Foundation, AJPCEDES, Light Africa.
INADES Formation, NOWEFOR .

10. 500 questionnaires administered in 10500 questionnaires administered in 10
regions, collected and analysedregions, collected and analysed

12. Public presentation During a National civil
society reflection followed by a press
conference in 2009
Attended by;
• 50 CSOs from across the national territory
• Representatives from donor Community
• Media
• Beneficiaries

14. Content of the code of ethicsContent of the code of ethics
elaborated in French and Englishelaborated in French and English
-Definition
• -Scope
• -Principles and Aspiration
• -Good Governance
• -Organizational integrity and independence
• -Management and Human Resources
• Financial Management and accountability
• -Communication and networking
• - Conflict of Interest
• -Enforcement of the Code
• -Revision of the Code

15. ChallengesChallenges
• Civil society in Cameroon is very diverse and it
is difficult to achieve sector wide and country
wide support from potential stakeholders.
• Some CSOs simply view the code as another
layer of regulation and fear sanctions and so
resist adherence.
• NWADO also find it difficult to acquire adequate
financial resources to disseminate and
implement the code at all levels in Cameroon
(i.e. both local and national NGOs).

16. Way Forward/ Today's TaskWay Forward/ Today's Task
• -Reflection on setting up an Ethics
Committee and how it will function
• -Procedures for accreditation and a format
for demand for accreditation
• -Formulate procedures for complains and
redress at the Ethic Committee.
• - Reflection has to be done on revision of
the Code, indicators and challenges.
• -Widely disseminate the Code

17. Thank You
Merci